How Deerhurst and ORHMA Faced the COVID Crisis Together
When COVID-19 brought travel and tourism to a standstill, Ontario's hospitality sector found itself in uncharted territory. For Deerhurst Resort's General Manager, the turning point in navigating this uncertainty came through active engagement with the Ontario Restaurant Hotel & Motel Association (ORHMA). By sharing information, advocating with government, and coordinating sector-wide responses, ORHMA became a vital lifeline during the most volatile months of the pandemic.
The Immediate Impact of COVID-19 on Resorts and Hotels
In early 2020, hotels and resorts like Deerhurst saw bookings vanish almost overnight. Conferences were cancelled, sports and group events postponed indefinitely, and leisure guests were hesitant to travel. Revenue projections evaporated while fixed costs remained firmly in place. Staffing became a central concern as leaders weighed temporary closures, reduced operations, and the need to protect team members as well as guests.
Unclear regulations and frequently changing public-health guidelines compounded the challenge. Properties needed clarity on what was permitted, how to safely operate, and how to communicate new expectations to guests. It was in this context that the Deerhurst GM turned to ORHMA as both a sounding board and a strategic resource.
ORHMA's Role as an Advocate and Information Hub
ORHMA quickly emerged as a critical channel between the hospitality industry and provincial decision-makers. For the Deerhurst leadership team, having a dedicated association collecting feedback from operators across the province, then presenting a unified message to government, made a substantial difference in how policies evolved.
Key areas where ORHMA support was felt included:
- Regulatory clarity: Interpreting new restrictions, capacity limits, cleaning protocols, and operational guidelines for dining, lodging, and events.
- Financial relief programs: Helping properties understand eligibility and application processes for support measures as they were announced.
- Operational best practices: Sharing examples from other operators on how to manage staffing changes, adjust services, and maintain guest confidence.
Operational Adjustments at Deerhurst During the Pandemic
Guided in part by ORHMA's resources and advocacy, the Deerhurst GM led a series of major operational shifts. These changes were focused on safety, flexibility, and preserving the core guest experience even under restrictions.
Reimagining the Guest Journey
The entire guest journey was reviewed, from pre-arrival communication to check-out. Check-in processes were streamlined, with more emphasis on digital confirmations and reduced-contact interactions. Housekeeping standards, already rigorous, were enhanced to meet heightened expectations and public-health guidance.
Flexible Services and Modified Amenities
Traditional resort offerings such as dining, recreation, and events had to be redesigned multiple times as regulations shifted. Menus were simplified, room capacities were reassessed, and outdoor activities became a focus where possible. For groups, hybrid and smaller-scale meetings replaced large conferences, allowing business to continue in a modified format.
Protecting Staff and Guest Confidence
A key responsibility for the Deerhurst GM was sustaining trust among team members and guests. Training on health and safety measures, clear internal communication, and visible protocols on property helped build that confidence. ORHMA provided templates, guidance, and peer feedback that informed many of these choices.
Collaboration and Knowledge Sharing Through ORHMA
One of ORHMA's biggest strengths during the COVID crisis was its ability to foster collaboration inside the industry. For the Deerhurst GM, participation in association calls, webinars, and working groups created a space to exchange real-time lessons and tactical ideas.
This atmosphere of collaboration meant that no property had to solve challenges in isolation. Questions about mask mandates, on-site testing options, cancellation policies, or reopening strategies could be discussed openly among peers. That collective learning curve significantly shortened the time it took for individual operators to adapt.
Government Relations and Policy Influence
ORHMA also played a visible role in advocating for realistic, balanced policies that took into account both public health and economic survival. Feedback from operators such as Deerhurst allowed ORHMA to present concrete data and on-the-ground perspectives to decision-makers.
Through this advocacy, the sector pushed for fair access to relief programs, more predictable timelines for reopening, and nuance in regulations that differentiated between types of hospitality operations. The Deerhurst GM's engagement helped ensure that resort realities were represented alongside those of urban hotels and independent restaurants.
Lessons Learned by the Deerhurst GM
Reflecting on the most acute phases of COVID, several lessons stand out from the Deerhurst GM's experience with ORHMA:
- Collective voices carry further than individual ones. Being part of a provincial association meant concerns were amplified and heard.
- Transparent, frequent communication is non-negotiable. Whether with staff, guests, or peers, openness reduced uncertainty and built resilience.
- Flexibility is a core capability. The ability to pivot operations quickly became as important as traditional hospitality skills.
- Data and peer benchmarking matter. Understanding what others were doing, and what was working, informed better decisions on property.
Building a More Resilient Hospitality Future
As restrictions eased and travel gradually resumed, Deerhurst and other properties took stock of the structural changes brought on by the pandemic. Some innovations, such as improved digital communication, flexible booking policies, and heightened health standards, are now embedded in operations. The Deerhurst GM continues to see value in staying closely involved with ORHMA as the industry transitions from crisis response to long-term resilience planning.
Today, topics like workforce development, sustainable operations, and evolving guest expectations have moved to the forefront. The same collaborative model that proved effective during COVID is now helping shape strategies for growth in a changed market.
The Ongoing Importance of Industry Associations
The COVID experience highlighted that strong, proactive associations are indispensable to modern hospitality. For GMs and owners, organizations like ORHMA not only advocate during emergencies, but also provide continuous education, networking, and a unified voice for ongoing policy dialogue.
For Deerhurst, staying engaged with ORHMA is now seen as part of responsible leadership. It ensures that the perspectives of resort properties are reflected in wider provincial conversations while giving the team access to evolving best practices and strategic insights.
Conclusion: How COVID Redefined Leadership at Deerhurst
The COVID crisis became a defining chapter for Deerhurst Resort and its leadership. Through close collaboration with ORHMA, the GM navigated an environment of extreme uncertainty, balancing safety, service, and financial realities. The experience underscored the value of solidarity across the hospitality sector and reinforced the need for agile, informed decision-making at every level.
As the industry continues to rebuild, the partnership between Deerhurst and ORHMA offers a clear example of how hotels, resorts, and restaurants can leverage collective strength to tackle complex challenges and emerge more resilient than before.